In a constantly changing world, our perception of who we are – as people, as employees, as a company – is also changing. The megatrend of identity dynamics shows that identity is no longer something static, but something that is evolving. This is especially noticeable in a company such as ours – and offers major opportunities.

Diversity is part of our daily routine. Be it in the sales or production department, in administration, or in an entirely different area, people with very different vocational backgrounds, experience, and working methods are employed at our company. Each and every day, numerous perspectives come together at our five sites in UK, France, Poland and Germany. Different teams, different cultures, different working rhythms, but nevertheless one common goal.

We experience this diversity on a daily basis – it characterizes our identity as a company. Darren Plumb, managing director of Bischof+Klein UK: “We welcome diversity in our UK business. It is essential for success, and we are lucky to have a diverse group of talented individuals in our Telford team. Neurodiversity in particular interests me as this is something that I have experience of in my family life. A neuro-diverse approach to problem solving unlocks a multitude of new perspectives and can be a power for good in business if mentored in the right way.”

Neurodiverse refers to people whose brains work differently from the statistical average, for example due to autism, ADHD, or dyslexia. The term emphasizes that these differences are not deficits, but natural variations that can bring new perspectives and abilities.

What unites us is not "uniform thinking," but diversity. And this is precisely where the megatrend of identity dynamics comes into play.

Identity is in motion today. Previously, identity was often clear: a place of residence, a job, a title, a task – something that remained the case over a number of years. Today, many employees are experiencing something different: roles are changing, working methods are transforming, teams are working across sites and departments. Digitalization, new technologies, and global cooperation are ensuring that we are constantly having to redefine ourselves.

Who am I in my job? How would I like to work? What is important to me? These are questions that many of us ask ourselves – consciously or unconsciously. This means that identity is transformed into something dynamic: it evolves, grows, changes.

This is also precisely where our own cultural transformation comes into play, because it is not only each individual who asks these questions of themselves. We have also asked them together and have sought answers to them. As part of the cultural transformation process, we have agreed on values that provide us with orientation and strengthen our cohesion: responsibility, appreciation, a proactive approach, an active learning culture, and our aspiration to excellence. With these, we are not only supporting the individual search for identity, but are also establishing a strong, common foundation at the same time. Identity dynamics therefore takes on an additional meaning: It combines the personal with the common and makes it clear that we are actively shaping our culture. 

Jointly providing orientation. The good news is that identity work does not only take place "top-down." It starts in the daily routine – in team discussions, in feedback processes, in the way in which we work together. Each contribution counts. As a company, we are able to provide orientation, create scope for dialogue, and strengthen our sense of togetherness.

At the same time, the following applies: "I am allowed to be myself here – and I am part of something bigger."

Identity as a common task. Identity dynamics means that we are all in motion. And that is a good thing. Our strength lies in the diversity of our departments, sites, and personalities. If we manage to remain connected – with ourselves, our colleagues, and the company – we will not only be future-proof but will also be actively shaping this future.